The resilience of organizations is increasingly dependent on their ability to develop radical innovation capabilities. While the literature documents numerous cases of organizations that already have radical innovation capabilities, the question of organizational devices that can be used to stimulate the emergence of such capabilities remains poorly addressed. Specifically, training for innovation and creativity has been proposed as a means to foster innovation capabilities; however, there has been little empirical evidence concerning the long‐term impacts of such training. To fill this gap, this article aims to document and evaluate the efforts of the research institute of a major Canadian energy company to provide training for innovation and creativity to initiate a radical innovation capability. We rely on a longitudinal study over the span of 18 months, where we observed 128 h of training and conducted 70 semi‐structured interviews with a sample of 40 researchers. We found that training for creativity and innovation has the potential to develop individual creative skills for exploration, to catalyze and federate collective action through common methods and a shared sense of what innovation entails, and to help create a common language and vocabulary between the different groups or divisions of an organization to talk about exploration.

中文翻译：

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开发根本的创新能力：探索培训员工进行创造力和创新的效果

组织的弹性越来越依赖于他们开发根本创新能力的能力。尽管文献记载了许多已经具有激进创新能力的组织案例，但是可以用来激发这种能力出现的组织设备的问题仍然没有得到很好的解决。具体地说，已经提出了对创新和创造力的培训，作为提高创新能力的一种手段。但是，关于这种培训的长期影响的经验证据很少。为了填补这一空白，本文旨在记录和评估加拿大一家大型能源公司的研究所在提供创新和创造力培训方面的努力，以启动根本的创新能力。我们依靠一项为期18个月的纵向研究，观察了128小时的培训，并与40名研究人员进行了70次半结构化访谈。我们发现，对创造力和创新的培训有潜力发展个人的探索探索能力，通过共同的方法和对创新意义的共同理解来促进和联合采取集体行动，并有助于在不同群体之间建立共同的语言和词汇或组织的部门来讨论探索。